Transactional And Transformational Leadership Theory

Transformational leaders encourage group work, as they connect each follower’s identity and self to the project and collective identity of the corporation. They are role models for other staff and this inspires them and makes them

The first two theories aforementioned, in my opinion, are complementary in the same manner as path-goal and situational. Based on the article ‘Character and Authentic Transformational Leadership’, an authentic transformational leader “by acting on a core set of benevolent values, bring out the best in their followers and do great things for society.” The virtuous character strength of a leader such as wisdom and knowledge is the foundation of transformational leadership. Given my strengths of determination and foresight, I also value path-goal and situational leadership styles. In brief, path-goal theory explains that leaders help subordinates achieve their goal by selecting specific behaviors that are best suited to meet the needs and desires of subordinates. This type of leader would assist in defining and setting goals, remove obstacles, and provide support to the follower. On the other hand situational leaders find their subordinates needs and then adapt their leadership style accordingly. A successful leader keeps his eyes on the vision while also having a pulse of the needs, wants and feelings of his

Devine and Winter (2012, p. 25) state, “there is nothing magical about leadership, and there is nothing magical about teaching it or learning it.” They go on to define leadership as the ability to influence those who work for you to want to accomplish and strive to reach organizational goals and objectives. Those who influence others must understand the theories of motivation so that these theories can be applied, communicated and taught in order to motivate followers (Devine and Winter, 2012). Different from supervision, leadership implores the desires of those around you to want to succeed in meeting a goal through you the leader’s motivational abilities.

Another theory-based practice that I can implement is to become more flexible. Transformational leadership and loathing being interrupted cannot coexist. I must learn to be flexible to others needs at times that may not always be convenient for me as a leader. Maintaining a flexible persona allows transformational leaders to avail themselves

In the simulation, Managing across America the class explored the effects of power and influence on a company 's growth and development. This paper will discuss the opportunities and challenges for the Good Sport Company.

Transformational Leadership Theory as a Guide. My leadership philosophy closely mirrors the transformational approach to leadership. Like the transformational theory suggests, I believe that true leadership inspires the team to rise above its individual components in order to reach a shared goal (Huber, 2014). Some of the individual components are areas that I have personal strength in such as: desire to learn and ability to get the job done (Rath & Conchie, 2008). Additionally, some of the components are the ability to influence and connect with others; strengths that I do not possess (Rath & Conchie, 2008). Recognition of my own personal strengths and weaknesses led me to a democratic philosophy of leadership because I realized that one

Pat Summit once said, “But to us, orange is a flag of pride, because it identifies us as Lady Vols and therefore women of an unmistakable type. Fighters. I remember how many of them fought for a better life for themselves, I just met them halfway” (Jenkins & Summitt, 2013). The importance of a player and coach relationship in the athletes’ athletic and academic objectives is exemplified in this quote. Countless student-athletes begin their careers with aspirations of becoming professionals, and desire a coach who will help them achieve this goal. Disregarding student athletes’ aspirations, in a recent NCAA report, only 19.1 percent of men’s basketball players play professionally, with only 1.1 percent of those playing in the National Basketball

Out of all the different leadership theories I learned about this semester I really feel that I best relate to transformational leadership and authentic leadership theories. During the development of my personal theory I found that these theories tended to list many similar traits, and values that aligned with my own. Additionally, both authentic and transformative theories place a significant amount of emphasis on the relationship between the leader and her/his followers. The success and influence of a leader comes not from herself but from her ability to create and invoke strong relationships with their followers. Given my character strengths of sociability, integrity, assertiveness, and my drive to connect to others on a deeper level, I value both the authentic and the transformative leadership theories.

Theodore Roosevelt, who was the 26th President of the United States, once said, “The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it” (as cited in Access: AVID’s Educational Journal, 2008, p. 1). Being a respectful leader is challenging; however, Carlos Ghosn, fitting Roosevelt’s description, have overcome difficulties and proved himself to be one of the most competent leaders.

Thank you for your informative post regarding transactional leadership. “Transactional leadership may be more effective in hierarchical organizations where followers are subordinates and there are clear task objectives” (DaCosta, 2012, p.577). Kornusky and Heering (2017) stated that transactional leaders use face-to-face communication when difficult issues occur, and usually communicate regarding disappointments and negative outcomes. Do you agree with this statement? If no, please elaborate. I also concur with you that communication is an important process that each one of us needs to develop and learn. According to Curtis and O’Connell (2011), a leader can motivate and encourage employees’ creativity and innovation through communication.

This paper summarizes the article written by Cam Caldwell, Rolf D. Dixon, Larry A. Floyd, Joe Chaudoin, Johnathan Post, and Gaynor Cheokas regarding the need for a new type of leadership in today’s social work environment, defined as Transformative leadership. The article itself varies in the definition, however in a broad sense Transformative leadership is maintaining good moral standing and sound business ethics among employees and individuals inside and outside the workplace. However, in order to reach this theoretical level of business related moral and ethical leadership known as

Transformational leadership taps into the motives of followers in order to reach their goals, while transactional focuses on the exchanges that occur between leaders and followers (Northouse, 2013). The branches of the military in general would be considered transactional leadership organizations. This type of leadership encourages followers to perform tasks at a high level in order to achieve advancement or increase in pay or rank. Conversely, transformational leadership would be focused on creating a connection between the leader and the followers, in order to perform tasks in such a way as to increase the feeling of morality in both the leader and the follower (Northouse, 2013). Panorama did not exhibit any behavior that tried to motivate Bailey to feel a connection to him. Instead, Panorama tried to intimidate, coerce, and punish Bailey to execute the tasks he was required to perform.

Transformational Leadership Theory was introduced in 1978 by political sociologist James Mac Gregor Burns and expanded by industrial psychologist Dr. Bernard Bass. In this theory, Burns differentiated two styles of leadership: transformational leadership and transactional leadership. In transformational leadership, it is a process where both the leaders and the followers elevate motivation and morality. The transformational leaders pay attention to the needs and motives of followers and help them achieve their fullest potential. They influence their followers’ behaviors by appealing to the ideas and values and enhance the followers’ commitment to their vision. transformational leaders exhibit behaviors which include idealized influence wherein the leader serves as the role model for followers; inspirational motivation – leader inspires and motivates followers representing the leader’s charisma; individualized consideration- leader displays concerns for the needs and feelings of others which brings out the bringing out the follower’s best efforts and; and intellectual stimulation – the leader challenges followers to be creative and innovative. In transactional leadership, leader focuses on reward and punishment to achieve compliance from followers.

For this paper, we were asked if we saw ourselves as a transactional leader or a transformational leader. This was a tough question. When I held managerial positions, I would not have my worker do anything I would not do. I would work beside my workers and encourage them along with overseeing their work. Overall I feel I am a mixture of both leader styles. I will discuss why below.

Throughout the world there are billions of various groups of people. When I think of my life, I can immediately see groups I am involved in. My family, multiple friends groups, work staff, and classmates are what come to my mind without any effort. There are a lot of groups here, and each one has a different person who could be considered a leader in the group. Each one of those leaders has a specific style that they employ every time they meet with the other members of the group. I consider myself to be involved in leadership in some of these groups, and I would like my leadership style to fit into what is known as the transformational theory of leadership. The transformational style of leadership is a highly involved type of leadership that is focused around the improvement of group members, not the power of the leader.